PUB4860 2025 ASSIGNMENT 6 2025 PUB4860 2025
DISCLAIMER
THE DOCUMENT PRESENTED IS A DEMOSTRATION ON HOW STUDENTS CAN
APPROACH THE ASSIGNMENT FOR PUB4860. IT IS BASED ON PRESCRIBED
MATERIAL AND EXTERNAL RESEARCH. THE DOCUMENT CONTAINS BOTH SHORT
NOTES AND A RESPONSE EXAMPLE FOR EACH QUESTION. STUDENTS ARE
THEREFORE ADVISED NOT TO COPY AND PASTE BUT USE THE DOCUMENT AS A
RESEARCH GUIDE THAT WOULD HELP THEM DRAFT THEIR OWN FINAL COPIES.
, PUB4860 2025 ASSIGNMENT 6 2025 PUB4860 2025
Critically Assessing Unique Human Resource Management Practices in the Public
Sector: A Comparative Analysis of the Developed World, BRICS, and Africa
Introduction
Human Resource Management (HRM) in the public sector represents a critical interface
between state capacity, governance, and service delivery. Unlike its private sector
counterpart, public sector HRM is profoundly shaped by the imperatives of public
accountability, equity, and the pursuit of often non-financial societal goals. The practices
and challenges of public sector HRM are not monolithic; they vary dramatically across
different geopolitical and socio-economic contexts. This essay will critically assess the
unique HRM practices in the public sector across three distinct spheres: the developed
world (with a focus on OECD nations), the emerging economies of the BRICS bloc (Brazil,
Russia, India, China, South Africa), and the broader African continent. By examining key
aspects—including employment relationships, training and development,
compensation, trust management, and talent management—this analysis will illustrate
how these practices are contoured by, and attempt to address, deeply embedded
cultural, legal, and economic challenges (Brouwers & Paltu, 2020). The central thesis is
that while the developed world grapples with modernising a Weberian bureaucratic
legacy, BRICS nations navigate the tension between rapid growth and institutional
reform, and many African states face the fundamental challenge of building basic
administrative capacity amidst profound constraints.0717513144
The Developed World: Modernising the Weberian Legacy
The public sectors of developed countries, particularly in North America, Western
Europe, and Australasia, are largely built upon a foundation of Weberian bureaucracy.
This legacy emphasises meritocracy, rule-bound procedures, political neutrality, and
lifelong career service. However, since the 1980s, this model has been significantly
challenged by the tenets of New Public Management (NPM), leading to a unique set of
hybrids HRM practices.
Employment Relationships: The traditional model featured a stable, tenured
employment relationship, often heavily unionised, with clear career ladders. NPM
reforms sought to inject "flexibility" by introducing fixed-term contracts, performance-
DISCLAIMER
THE DOCUMENT PRESENTED IS A DEMOSTRATION ON HOW STUDENTS CAN
APPROACH THE ASSIGNMENT FOR PUB4860. IT IS BASED ON PRESCRIBED
MATERIAL AND EXTERNAL RESEARCH. THE DOCUMENT CONTAINS BOTH SHORT
NOTES AND A RESPONSE EXAMPLE FOR EACH QUESTION. STUDENTS ARE
THEREFORE ADVISED NOT TO COPY AND PASTE BUT USE THE DOCUMENT AS A
RESEARCH GUIDE THAT WOULD HELP THEM DRAFT THEIR OWN FINAL COPIES.
, PUB4860 2025 ASSIGNMENT 6 2025 PUB4860 2025
Critically Assessing Unique Human Resource Management Practices in the Public
Sector: A Comparative Analysis of the Developed World, BRICS, and Africa
Introduction
Human Resource Management (HRM) in the public sector represents a critical interface
between state capacity, governance, and service delivery. Unlike its private sector
counterpart, public sector HRM is profoundly shaped by the imperatives of public
accountability, equity, and the pursuit of often non-financial societal goals. The practices
and challenges of public sector HRM are not monolithic; they vary dramatically across
different geopolitical and socio-economic contexts. This essay will critically assess the
unique HRM practices in the public sector across three distinct spheres: the developed
world (with a focus on OECD nations), the emerging economies of the BRICS bloc (Brazil,
Russia, India, China, South Africa), and the broader African continent. By examining key
aspects—including employment relationships, training and development,
compensation, trust management, and talent management—this analysis will illustrate
how these practices are contoured by, and attempt to address, deeply embedded
cultural, legal, and economic challenges (Brouwers & Paltu, 2020). The central thesis is
that while the developed world grapples with modernising a Weberian bureaucratic
legacy, BRICS nations navigate the tension between rapid growth and institutional
reform, and many African states face the fundamental challenge of building basic
administrative capacity amidst profound constraints.0717513144
The Developed World: Modernising the Weberian Legacy
The public sectors of developed countries, particularly in North America, Western
Europe, and Australasia, are largely built upon a foundation of Weberian bureaucracy.
This legacy emphasises meritocracy, rule-bound procedures, political neutrality, and
lifelong career service. However, since the 1980s, this model has been significantly
challenged by the tenets of New Public Management (NPM), leading to a unique set of
hybrids HRM practices.
Employment Relationships: The traditional model featured a stable, tenured
employment relationship, often heavily unionised, with clear career ladders. NPM
reforms sought to inject "flexibility" by introducing fixed-term contracts, performance-
